From a small retail store in Arkansas to a renowned giant retailer globally, there is no doubt Wal-Mart is at the peak of its success. It has been the choice of every consumer in the market owing to its cheap prices. In deed, this is secret behind its success for the past decades-setting prices lower in comparison to its competitors to attract more price conscious consumers. Due to this unique strategy, Wal-Mart has been able to acquire impressive growth and become one among the multinational companies worldwide. Nevertheless, it has not evaded the eye of the critics on a number of issues. This paper highlights a number of generational issues touching on work-life policy, leadership impact on work-life, well as ethics, social responsibility and work place spirituality.

In this time and era of democracy and respect for human rights, employers have to be on the watch out for any disclaim among their employees. Failure to which they are bound to spend more funds in lawsuits meant to address a neglect of generational issues. Most important of all, an employer should strive to strike a balance between the work and life of its employees. Wal-Mart stores have been highly criticized for failing to give heed to this balance. This has led to a high turnover every year approximated at almost fifty percent.

Does this mean that nothing good can come out of Wal-Mart except a trail of disclaim? This paper will unravel both sides of the coin by examining the pros and cons one reaps from being an employer in this global chain of stores. Beginning with the pros, Wal-Mart is virtually in every small town especially in the US. This makes it easy for one to seek employment in the nearest store in the neighborhood. As a result, the employee will have a relatively more time with the family than one works a number of states away form their families (Freeman, & Ticknor, 2003).

The company also offers an upward mobility scheme that can see an employee enter it as a gateman and leave as a manager of a number of stores. This is courtesy of the company’s skills improvement programs on its employees. Sam Walton, the brainchild of Wal-Mart had devised a mechanism to make the company’s employees feel part of its success by referring to them as associates. This has created a sense of belonging and involvement for the employees. Walton also tried to create a positive and cheerful atmosphere in the company by introducing profit sharing and stock options for it employees. This plan is aimed at motivating the employees to take interest in the working of the company. Another unique feature of Wal-Mart was its intolerance to overtime working and over burdening (Freeman, & Ticknor, 2003).

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